Phcp-pvf - Articles - Page 4 | Supply House Times

Navigating the new freight reality

Geopolitical tensions, labor constraints and rapid technology adoption are reshaping how distributors manage transportation risk.

Carolyn Heinze

March 17, 2026

Few would argue that transporting cargo from one place to the next isn’t complicated. Even during the best of times, there are (literally) so many moving parts to account for, and one tiny blip in the process can produce big (read: expensive) problems. Today, ongoing commercial, environmental, and geopolitical developments are making the management and movement of fleets and freight an ever-changing affair.

ASA News

Experience is the product you are actually selling: What 5,000-plus customer responses reveal

Brian Hopkins Jonathan Bein

March 13, 2026

Analysis of 5,063 customer responses from 10 MEP distributors confirms what many suspected but few have quantified — customer experience has become the primary differentiator in wholesale distribution. Companies prioritizing experience demonstrate higher retention rates, greater wallet share, and reduced cost-to-serve.

From the Editor | Natalie Forster

Advocacy as a business strategy

Court cases, energy standards and state regulations are increasingly influencing what distributors can stock, sell and support.

Natalie Forster

March 10, 2026

Between tariff rulings, state product bans, federal efficiency standards and mounting workforce challenges, the PHCP-PVF channel is operating in an environment where regulatory shifts can alter inventory planning, product availability and pricing strategy almost overnight.

Women in the Industry

Meet 10 Influential PHCP-PVF Women of 2026

Ten PHCP-PVF leaders share how relationships, strategy, and smart growth are shaping the next era of the industry.

Natalie Forster

March 8, 2026

Several of the women profiled began their journeys in unexpected places — from architecture programs and greeting card companies to post-9/11 career fairs and water restoration firms. What kept them here wasn’t just product lines or market share; it was the people.